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Global Supply Chain Management
- 1 Introduction
- 2 Technological Evolution
- 3 Today's Competition: Between Supply Chains, Not Companies
- 4 Historical Evolution of Supply Chain Management
- 4.1 First Phase: The Operation Management Scope Is the Production Unit—"One Best Way"
- 4.2 Second Phase: The Operations Management Scope Crosses Borders Between Functions
- 4.3 Third Phase: The Operations Management Scope Crosses Borders Between Organizations—Supply Chains
- 4.4 Fourth Phase: The Operations Management Scope Crosses National Borders—Global Supply Chains
- 4.5 Fifth Phase: The Operations Management Scope Crosses the Borders of Organizations' Global Objectives—The Triple Bottom Line
- 5 Everyone Wins With Good Supply Chain Management
- 6 Supply Chain Management: Some Essential Concepts
- 6.1 The Strategic "Make or Buy" Decision
- 6.1.1 Transaction Cost Economics
- 6.1.2 Resource-Based View of Strategy
- 6.1.3 A Framework for the Strategic "Make or Buy" Decision
- 6.2 Supply Chain Segmentation
- 6.2.1 What Is the Right Supply Chain for Your Product?
- 6.2.2 Aligning Competences in Supply Chains
- 6.2.3 Avoiding Incentive Misalignment Among the Constellation of Partners in Supply Chains
- 6.3 The Bullwhip Effect: Caused by Lack of Communication and Coordination Between Partners in Supply Chains
- 6.4 Risk Assessment in Supply Chains
- 7 Conclusion and Directions for Future Research
- Reference and Bibliography
Abstract
The term “supply chain management” has become a part of the business lexicon. Younger professionals and students may find it difficult to believe that it was not a widely known term just thirty years ago.
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